T3: Groups and teams

Question 1

define what a ‘GROUP’ is.

Answer 1

> two or more interacting and interdependent individuals who come together to achieve specific goals.

Question 2

define a ‘FORMAL WORK GROUP’ and list the 4 types.

Answer 2

> defined by the organisations structure, have designated work and assignments & specific tasks directed at accomplishing specific goals.

1. Command group
2. Task group
3. Cross-functional teams
4. Self-managed teams

Question 3

explain the ‘COMMAND GROUP’

Answer 3

> are determined by the organisation chart and composed of individuals who report directly to a given manager.

Question 4

explain the ‘TASK GROUP’

Answer 4

> composed of individuals brought together to complete a specific job task; their existence is often temporary because when the task is completed, the group disbands.

Question 5

explain the ‘CROSS-FUNCTIONAL TEAM’

Answer 5

> groups that bring together the knowledge and skills of individuals from various work areas or groups whose members have been trained to do each other’s jobs.

Question 6

explain the ‘SELF-MANAGED TEAMS’

Answer 6

> essentially independent and that, in addition to their own tasks, take on traditional managerial responsibilities, such as hiring, planning and scheduling and evaluating performance.

Question 7

what are the 5 STAGES of GROUP DEVELOPMENT?

Answer 7

1. Forming
2. Storming
3. Norming
4. Performing
5. Adjourning

Question 8

explain the 1st stage of group development.

Answer 8

> Forming: people join the group (1st phase) and then define the group’s purpose, structure and leadership (2nd phase).

> involve uncertainty as members ‘test the waters’ to determine the types of behaviour are acceptable.
complete when members begin to feel that they’re part of the group.

Question 9

explain the 2nd stage of group development.

Answer 9

> Storming: characterised as intragroup conflict.
conflict over who will be in control and what the group needs to be doing.
complete when a relatively clear hierarchy of leadership and agreement on the group’s direction is clear.

Question 10

explain the 3rd stage of group development.

Answer 10

> Norming: characterised by close relationships and strong cohesiveness.
complete when the group structure solidifies and has assimilated a common set of expectations (norms) regarding group behaviour.

Question 11

explain the 4th stage of group development.

Answer 11

> Performing: when the group is fully functional (moved on from getting to know each other) and works on the group task.

Question 12

explain the 5th stage of group development.

Answer 12

> Adjourning: final stage for temporary groups, during which groups prepare to disband.
some member are upbeat about its achievements ans some sad over the loss of friendships

Question 13

does a group always progress through the 5 stages sequentially, and why?

Answer 13

> do not necessarily progress clearly though the stages one at a time.
can sometimes go back to an earlier stage
context matter: airline pilot can immediately reach performing stage.

Question 14

define and explain what a ‘ROLE’ is.

Answer 14

> behaviour patterns expected of someone who occupies a given position in a social unit.
individuals may play multiple roles, adjusting their roles to the group to which belong at a time.

Question 15

explain ‘ROLE CONFLICT’

Answer 15

> when an individual is confronted by divergent role expectations.

Question 16

define and explain ‘NORMS’

Answer 16

> standards & expectations that are accepted and shared by members of the group.
developed through experience & values that members bring to the team.

Question 17

list 3 common types of Norms

Answer 17

1. Dress codes
2. Loyalty
3. Effort & performance

Question 18

define and explain ‘CONFORMITY’

Answer 18

> acting in accordance with the standards and expectations.

> since individuals desire acceptance by the groups to which they belong, they’re susceptible to conformity pressures.

Question 19

what is ‘STATUS’ and why is it important?

Answer 19

> > prestige grading, position or rank within a group.
is a significant motivator
may be informally conferred
formal status system need to be congruent (in harmony with informal status)

Question 20

define ‘SOCIAL LOAFING’

Answer 20

> > the tendency for individuals to expend less effort when working collectively than when working individually.

Question 21

does group size affect group behaviour?

Answer 21

> yes, ‘social loafing’ comes into play and therefore ‘efficiency’is reduced when individuals think that their contribution cannon be measured.
managers should provide a means by which individual effort in a group can be identified.
teams consisting between 5 & 7 people, are found to be most productive.

Question 22

define and explain ‘GROUP COHESION’

Answer 22

> > the degree to which members are motivated to remain in a group and share the group’s goals.
highly cohesive groups with favourable goals are very effective (productive)
highly cohesive groups with unfavourable goals have low productivity levels.

Question 23

what are the 6 influences on ‘group cohesion’

Answer 23

1. Member similarity; similarity-attraction effect
2. Team size; smaller teams tend to be more cohesive
3. Member interaction; regular interaction and high interdependence increases cohesion
4. Somewhat difficult entry; team eliteness increases cohesion
5. Team success; success increases social identity with team
6. External challenges; challenges increase cohesion when they’re not overwhelming

Question 24

define ‘WORK GROUPS’

Answer 24

> > interact primarily to share information and to make decisions to help each member do their job more EFFICIENTLY and EFFECTIVELY.

Question 25

define ‘WORK TEAMS’ and list the 4 types

Answer 25

> > members work intensely on a SPECIFIC, COMMON GOAL using their positive synergy, individual and mutual accountability and complementary skills.

1. Problem solving teams
2. Self-managed work team
3. Cross-functional teams
4. Virtual teams

Question 26

explain the ‘PROBLEM-SOLVING’ work team.

Answer 26

> > team from the same department of functional area that’s involved in efforts to improve work activities or to solve specific problems

Question 27

explain the ‘SELF-MANAGED’ work team.

Answer 27

> > team that operated without a manager and is responsible for complete work process or segment.

Question 28

explain the ‘CROSS-FUNCTIONAL’ work team.

Answer 28

> > team composed of individuals from various specialities.

Question 29

explain the ‘VIRTUAL’ work team.

Answer 29

> > team that uses technology to link physically dispersed members in order to achieve a common goal.

Question 30

what 4 variables does ‘TEAM EFFECTIVENESS’ depend on?

Answer 30

1. Context
2. Composition
3. Work design
4. Process

Question 31

explain the ‘Team Effectiveness’ variable: CONTEXT

Answer 31

> > team relies on adequate resources, leadership & structure, trust and performance reward systems

Question 32

explain the ‘team effectiveness’ variable: COMPOSITION

Answer 32

> > abilities of members / personality / allocation of roles / diversity / size of the team / member flexibility / member preference.

Question 33

explain the ‘team effectiveness’ variable: WORK DESIGN

Answer 33

> > autonomy / skill variety / task identity / task significance

Question 34

explain the ‘team effectiveness’ variable: PROCESS

Answer 34

> > common purpose / specific goals / team efficiency / conflict levels (relationship or task) / social loafing

Question 35

what are the 3 tests that determine whether creating a team is appropriate in order to achieve a goal?

Answer 35

1. Can the work be done better by more than one person?
2. Does the work create a common purpose or set of goals for the people in the group that’s more than the sum of individual goals?
3. Is there interdependence between individuals and tasks?